Is ‘Pulling a Sickie’ a Sign of Something Deeper?

Every February 3rd, the tongue-in-cheek awareness of National Pull a Sickie Day sweeps through newsfeeds and office corridors in the UK.

It acts as a cheeky reminder that many of us have (at one point or another) called in sick when we weren’t truly unwell. And whilst it is only human to wake up some mornings and really just not have it in you to pry yourself from your bed covers, as employers, you can’t help but wonder if these moments aren’t just about an extra day off, but a signal that something deeper is going on in your organization’s culture…

Research suggests this isn’t a trivial issue. A study from MetLife UK found roughly 30% of employees have taken or would consider taking a “sickie” even when they weren’t unwell, and what’s most revealing about this is the reason behind it: many cited feeling burned out or needing a break from work as their motivation.

Meanwhile, if we take a look at the broader picture, data shows that sickness absence across workplaces in the UK has risen sharply in recent years. Latest figures from the Chartered Institute of Personnel and Development (CIPD) show that employees were absent for an average of 9.4 days per year (that’s nearly two full working weeks), which is a record high in recent surveys.

So whilst the ‘sickie’ may not sound particularly threatening, they could well be a reflection of the health of a workplace environment.

So what’s really behind these absences…and the occasional ‘sickie’?

Many employees are struggling with issues that go far beyond a sniffle. Mental health, stress, burnout and work-life imbalance are cited consistently as major drivers of absenteeism, particularly among younger workers.

In practical terms, when employees feel unable to speak openly about stress or workload with managers, some cope by taking time off under the guise of illness. That’s human behaviour, yes, but it’s also a cultural signal. If employees feel they have to hide their real struggles, your culture isn’t just prompting absenteeism, it’s eroding trust.

And yet, many employers still aren’t even tracking the problem, with one survey finding that about one-third of employers aren’t measuring the impact of sickness absence in a meaningful way.

So, what can employers be doing to ensure the ‘sickie’ is not a sign of an unwell culture?

1. Build Trust with Open Dialogue – encourage regular conversations between employees and managers about wellbeing, not just output. When people feel heard, they are going to be less likely to feel driven toward sneaky sickness days.

2. Measure What Matters – making an effort to track absence trends will equip you with data to act. It’s hard to fix what you don’t understand, and having this data allows you to recognize any patterns that may be cause for concern.

3. Support Holistically – wellbeing programs that include mental health resources, flexible work options, and accessible support services help employees stay engaged and healthy. These investments go a long way in fuelling in retention and productivity.

4. Lead with Culture, Not Control – discouraging sick leave won’t reduce absences, it will simply push problems underground. A supportive culture, by contrast, reduces both ‘sickies’ and real absenteeism.

Sometimes a day off isn’t about dodging work, it’s a cry for support. When those signals are interpreted correctly, employers can build healthier and more resilient organizations. If you would like to discuss how we can help you do this, please get in touch with us today!